I had a great example of this play out for me early in my career. There were two analysts I knew well, working for the same investment company, but working on two different parts of the business. Both helped determine whether sizable investments should be made on the projects that they were analyzing, and as they were the key analysts, had considerable input to the decisions.
One, let’s call him Fred, worked hard to support whatever his boss wanted. He never contradicted the decisions made by the investment executive and tried to make the numbers work to support his boss’s desires. When they didn’t, he would search hard for a qualitative reasons to overcome the quantitative objections. He ended up travelling internationally (remember when business travel was fun and exciting early in our careers?) to visit the project site, as a reward for his good work. Yet upon Fred’s return from one of his trips, we went to lunch and he told me that in his opinion the investment was not a good one. I was shocked. How had he supported the decision? How had he allowed his boss to believe that the numbers penciled out? The answer I received was “that’s my job – to support him.” I don’t think Fred was purposely doing anything he believed was wrong, but he certainly was not doing his boss any favors.
The second analyst was “George.” George’s boss was also very excited about a project his division was considering for investment. However, right from the start, George kept providing his opinion that the project was not a sound investment. He would come talk to me, concerned that he was frustrating his boss. He was worried that he would lose his job, or that his “lack of support” would be reflected in his merit increase or bonus.
I’d love to say that initially George was seen as the “better” contributor; however, that’s not the way it was to be. Fred was seen as being on a “winning team” that made a huge investment which received a tremendous amount of visibility in the investment community. George’s bonus suffered that year because the project he was working on was not pursued, much in part to his analysis.
Today, however, George is a highly regarding Vice President and leader in the same organization, with many successful and profitable years to his credit, including many lucrative bonus years. Fred left long ago when the project he worked on lost the company a considerable amount of money and those who supported that investment were asked to leave the organization.
So what’s the lesson?
Help steer the ship even when you aren’t the captain
So many of us believe that leadership only comes from in front, from those highest in the organization, but in order to help steer the ship correctly, the executives and CxOs we work for rely on people looking over the sides of the ship, providing warning when they are too close to the rocks or sandbars. Those providing input and guidance are really steering the ship.
Regardless of my position, it is my responsibility to provide guidance and leadership to my managers. I am tasked with helping guide them onto the right course. I need to provide advanced warning of hazards that may damage the ship or sink it entirely. Most importantly, and the most challenging, are the times I have to provide this guidance when it’s not requested, but most needed: when we are going full speed off course. As difficult as this can be, this is the time that leading from behind is most critical to the success of my manager, and ultimately the company.
How about when you are the captain of the ship?
Be grateful when someone has the courage to come to you and provide an opposing opinion; take the feedback and really consider it. Often they are closer to the details and can provide you an early warning of dangerous waters ahead.
As a manager, create an environment where your team is encouraged and rewarded for speaking up. I like to tell my team that I would much rather fail in a small room (in front of them,) rather than a big room (in front of the whole company.) Although I too have to fight disappointment at times that they do not support my decisions, I always value their opinions. Their input helps us change course when necessary and avoid running ourselves up on the rocks. That’s not to say that sometimes I won’t continue on my course, but when that does occur, my decision to stay the course is always a stronger one and I am more confident in it when we work through the opposing opinions and decide together that we are headed in the right direction.
Those who learned to lead from behind are often those who are the most apt to take the input of their team when they themselves are leaders. That is one of the key things I look for when I hire leaders. Have you lead from behind in your past and do you listen to those behind you as their leader? If so, you’ll travel far.
Hint: One of my favorite interview questions: “When did someone tell you that you were heading in the wrong direction, and they were right?”
